A business process is a collection of linked tasks which find their end in the delivery of a service or product to a client.   A business process has also been defined as a set of activities and tasks that, once completed, will accomplish an organizational goal.  The process must involve clearly defined inputs and a single output. These inputs are made up of all of the factors which contribute (either directly or indirectly) to the added value of a service or product.

This is a method to evaluate the satisfaction quotient of a customer after every transaction. This can be in the form of a brief survey that can be sent out to a customer after a transaction has been closed or an issue resolved. The questions, however, need to be brief, to the point and should assure the customer that the company is doing this out of genuine concern for him/her. The mechanism should also assuage any fears of the customer for his/her decision and tell him/her that there is always an open line for communication to improve upon.

Today’s business environment is complex and ever-shifting. Companies are faced with global competition, cost management and workforce readiness and knowledge challenges. Achieving sustainable improvements to Key Performance Indicators (KPIs) is critical. Successful organizations have learned that the only way to address these new pressures is to take a holistic view of organizational performance improvement, deploying sustainable interventions that create true impact for the business.

Maximizing revenue recovery and minimizing revenue leakage is a particularly complex task for airlines. Interline billing, booking partnerships and expanded networks undoubtedly grow an airline’s profit potentials, but also increase the labyrinthine processes that so often lead to leakage and loss.

Business Process Reengineering (BPR) aims at cutting down enterprise costs and process redundancies, but unlike other process management techniques, it does so on a much broader scale. Business Process Reengineering (BPR) – also known as process innovation and core process redesign – attempts to restructure or obliterate unproductive management layers, wipe out redundancies, and remodel processes differently.

If you run a business, then it’s probably safe to say yes. In fact, you may require more than one business plan: one for raising capital and one for running your business. The former is a compact, easily digested strategic document that is designed to persuade potential investors to pick up the phone and invite you to their offices for an initial meeting. The latter is a more detailed document serving as a day-to-day roadmap, detailing the tactics supporting your overall strategy. The former needs to be an attractive document that sells; the latter can be a collection of spreadsheets, lists, research summaries, and other documents stuffed in a binder that you refer to and update on a regular basis. We specialize in preparing the capital-raising business plan, but many of the by-products are suitable for use in the operating business plan.

We are willing to go the extra mile for our clients, but we cannot complete most projects in such a short timeframe. Generally, even “straightforward” business plan, marketing plan, and market research projects take at least 3 to 4 weeks. More involved projects can require several months (or longer) to assure the high level of quality and accuracy that is essential to success.

Every company has different issue areas, so it is a bit difficult to answer that question. We isolate and evaluate profit-loss areas as well as productivity/efficiency areas and help you remedy them. Our approach combines proven industry experience with the most up-to-date development tools and business concepts. Our appreciation and knowledge of implementing effective business systems is evident in how we achieve optimum results for our clients.

We are not here to waste your time, the purpose of our meeting is to determine if we are a fit for each other. In order to find that out, we would like to ask you a number of questions about your business and give you an understanding of the full scope of Thadasi services.   It will be brief, as we imagine that you are very busy. We ask that all equity partners be present so that we can ensure that we can develop strong relationships with all parties and that we will be a solid match with all equity partners.   At the end of the meeting, we may decide that it’s a great fit and agree to proceed with the next step. Whatever the outcome we promise to provide you with all the information necessary to make an informed decision.

Most of our clients are successful. For the most part, businesses engage our services not because they are “broken”, but most often because forward-thinking business owners prepare for future. It is important to troubleshoot while the business is still successful rather than waiting for an emergency to arise.   I’m sure you will agree that with growth comes new challenges. We may be able to help you with those challenges and help your company be more efficient and productive. If you think that you are too busy to work with a consultant, then you are at a critical point in your growth.

Only if you’re always right. One of our jobs is to help you avoid mistakes. We’ll challenge your ideas and assumptions so that you’ll be ready for the tough questions when you meet with investors.

Yes, but we may need to charge a “rush” fee. We typically work on multiple projects at any point in time, and rush projects can strain our schedules or inconvenience other clients.

No, we are management consultants, not investors.

You could easily spend 500 hours or more preparing an investor-grade business plan, financial forecast, and investor presentation, even if you have an MBA. This is time you should probably be spending building your team, product, distribution channels, and customer base. In addition to our expertise in preparing these materials, we offer independent, third-party insights into your business, and may raise questions that you might not have thought to ask.

ISO (International Organization for Standardization) is a worldwide federation of national standards bodies, at present comprising 140 members, one in each country.  The object of ISO is to promote the development of standardization and related activities in the world with a view to facilitating the international exchange of goods and services, and to developing cooperation in the spheres of intellectual, scientific, technological and economic activity.  The results of ISO technical work are published as International Standards.

The ISO 9000 family of standards represents an international consensus on good management practices with the aim of ensuring that the organization can time and time again deliver the product or services that meet the client’s quality requirements.  These good practices have been distilled into a set of standardized requirements for a quality management system, regardless of what your organization does, its size, or whether it is in the private, or public sector.   The family of ISO 9000 standards have been developed by ISO and it is made up of four core standards:

1. ISO 9000:2005  –  Fundamentals and Vocabulary
2. ISO 9001:2008/15   – Quality Management Systems – Requirements
3. ISO 9004:2009– Quality Management Systems – Guidelines for performance improvements
4. ISO 19011: 2011 – Guidelines for quality and/or environmental management systems auditing

There is no difference. They are exactly the same. BIS has adopted the above mentioned ISO 9000  standards and these are numbered as IS/ISO 9000:2005; IS/ISO 9001:2008; IS/ISO 9004:2009; and IS/ISO 19011:2011.  These standards published by BIS are an exact replica of ISO 9000 standards.  BIS also provides certification against IS/ISO 9001:2008 under its Management Systems Certification activity.

Any organization can apply for certification against IS/ISO 9001:2000.  The other standards i.e. IS/ISO 9000:2005; IS/ISO 9004:2009; and IS/ISO 19011:2011 are guidance standards and are not meant for certification.

None.  The term `certification body’ is used in some countries, like, India, because BIS as certification body issue certificates (licences).  Elsewhere, they prefer to say that they `register’ organizations complying with ISO 9000.

The IS/ISO 9000 standards are applicable to all types of organizations.  The definition of the term `product’ in IS/ISO 9000:2005 also include services and their combination.  Therefore, the requirements of IS/ISO 9001:2008 are equally applicable to service sector as it is applicable to product manufacturing  company.

As a minimum you should familiarize yourself not only with the requirements of IS/ISO 9001:2015 but also with the content and philosophies given in IS/ISO 9000:2005, IS/ISO 9004:2009 and the Quality Management Principles.  You have to clearly understand your organization’s activities and processes and appropriately interpret the requirements of the standards.  Implement the requirements in the various activities and processes adding value to these processes and activities.  For training programmes on general awareness on the requirements, content and philosophies of the IS/ISO 9000 standards, our BIS, National Institute of Training for Standardization  (NITS) may be contacted.

• Provides an opportunity to increase value to the activities of the organization
• Improve the performance of processes/activities continually
• Satisfaction of customers
• Attention to resource management
• Implementation of statutory and regulatory requirements related to product/services
• Better management control

In simple terms, accreditation is like certification of the certification body.  `Accreditation’ should not be used as an interchangeable alternative for certification or registration.

BSI has produced a mapping guide which compares the clauses between both versions of the standard. This is a useful document that will help you to quickly identify the key changes and which clauses they refer to. You can download this at  www.bsigroup.com /iso9001revision-us.

Risk has always been a feature of ISO 9001, however now it has become more explicit and is expanded to include the whole management system. It uses a risk-based approach throughout and requires that each organization identifies, plans for and takes actions on those risks and opportunities which are relevant to achieving the intended outcomes of the management system.

A full risk assessment isn’t required; however, it could be useful to use ISO 31000:2009, which can provide a framework for managing risk

Definitely. The revised version of the standard is as relevant to small businesses as it is for large multinational organizations. Irrespective of your size, it will enable you to drive improvement in your business and increase customer satisfaction

Most professional development training programs are free for employees. Special programs that require an application such as the Leadership Academy and Management Academy charge the department for the employee’s participation.

This varies from client to client, as discussed in “How can you help my company?”. Should we decide that training is needed, we will put together a specialized training plan that fulfills your needs and present it to you.   Given that we are a values-based company and operate with the highest degree of ethics and integrity, we feel it very important that the tools and training we provide to our clients are followed, post-implementation, and are sustainable.   We work with our clients and stay with them every step of the way, to ensure they are comfortable with the management techniques and tools we are providing to them and can actually use them effectively in practice before we depart. We have learned that this approach and training go far in ensuring our engagements with our clients are successful.

Yes. Prior to your enrollment in any training session, you should have a conversation with your supervisor and obtain approval to attend.